Minggu, 20 Februari 2011

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Once We Were Brothers, by Ronald H. Balson

The gripping tale about two boys, once as close as brothers, who find themselves on opposite sides of the Holocaust.

Elliot Rosenzweig, a respected civic leader and wealthy philanthropist, is attending a fundraiser when he is suddenly accosted and accused of being a former Nazi SS officer named Otto Piatek, the Butcher of Zamosc. Although the charges are denounced as preposterous, his accuser is convinced he is right and engages attorney Catherine Lockhart to bring Rosenzweig to justice. Solomon persuades attorney Catherine Lockhart to take his case, revealing that the true Piatek was abandoned as a child and raised by Solomon's own family only to betray them during the Nazi occupation. But has Solomon accused the right man?

Once We Were Brothers is Ronald H. Balson's compelling tale of two boys and a family who struggle to survive in war-torn Poland, and a young love that struggles to endure the unspeakable cruelty of the Holocaust. Two lives, two worlds, and sixty years converge in an explosive race to redemption that makes for a moving and powerful tale of love, survival, and ultimately the triumph of the human spirit.

  • Sales Rank: #10394 in Books
  • Brand: Balson, Ronald H.
  • Published on: 2013-10-08
  • Released on: 2013-10-08
  • Original language: English
  • Number of items: 1
  • Dimensions: 8.24" h x 1.04" w x 5.46" l, .76 pounds
  • Binding: Paperback
  • 400 pages

Review

“This is as compelling a story as you would ever want to read...This book is different in its passion and its presentation. It is worth your time and you won't be disappointed. Once We Were Brothers is a new look at an old story, and it will stay with you long after you have finished it.” ―Jackie K Cooper, Huffington Post

“The phenomenal triumph of lawyer-author John Grisham's legal thrillers has spawned surprisingly few successful emulators; however, Chicago attorney Balson's first novel, while featuring a young lawyer heroine, Catherine Lockhart, who sees her bar admission as a license to further justice, is no simple imitation of Grisham's entertaining potboilers..., this novel is uplifting and moving, intelligently written and featuring historically accurate context and an unusual insight into human character and motivations. Highly recommended for all readers.” ―Starred Library Journal Review

“Balson does a number of things superbly: he crafts a highly readable plotline and makes great use of the Chicago backdrop…many will enjoy this gripping novel for its narrative drive and its emotional storytelling.” ―Booklist Review

“The author describes the atrocities of wartime Poland and the beautiful, eternal romance between Ben Solomon and his wife, Hannah. Balson's first novel is hard to put down.” ―The Jewish Book World

“A legal thriller...a reader knows he's writing from the inside. ” ―Chicago Jewish Star

About the Author
RONALD H. BALSON is a Chicago trial attorney, an educator and a writer. His practice has taken him to several international venues, including villages in Poland that inspired his first novel, Once We Were Brothers.

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266 of 277 people found the following review helpful.
NOT YOUR USUAL LEGAL THRILLER
By Charles J. Aron
When I learned that my law school classmate, Ronald Balson, had written a
legal novel entitled, Once We Were Brothers, I knew that I just had to read it. If I
expected to read something along the lines of a Turrow, Grisham or Martini, legal
thriller, I was pleasantly surprised - it wasn't.

The story begins when Ben Solomon, an 83 year old retired city worker,
appears at the opening night gala of Chicago's Lyric Opera and puts a gun to the
head of Elliot Rosenzweig, an insurance magnate and one of Chicago's most
prominent citizens and philanthropists. We learn that the gun was unloaded and
Ben says that his motive was that he wanted to exposed Elliot as being an
impostor - that Elliot really was Otto Piatek, a former SS officer known in Poland
as the "Butcher of Zamosc". It was at this time that Elliot Rosenzweig declared
for the first time that he was himself a Holocaust survivor and definitely not an
SS officer. He then revealed his arm which bore a concentration camp tattoo.
Who would represent Ben? This crime was committed in front of hundreds of
people and Rosenzweig had been declared by the Mayor Chicago to be "Chicago's
treasure."

Attorney Catherine Lockhart, who was working for one of Chicago's major
white collar firms, made the "mistake" that many attorneys do, by answering her
telephone. She was asked if she could do a favor for a friend - words an attorney
hates to hear. What was supposed to be only an hour or two of listening to the tale
of this "delusional" old man, turned into many hours of interviews with Ben, who
tells his tale with astounding and poignant clarity and no matter how hard
Catherine pushes him to "get to the point", he has a tale to tell, and he will tell it
in his own way and in his own time. Even after the original charges were
dropped, because Elliot refused to prosecute a delusional old man, Ben insisted
that he be allowed to persist in HIS charges, and Catherine agrees.
The story shifts, back and forth from Chicago, 2004, to Poland from 1936-
1944, with vivid (and in the case of Chicago - geographically accurate) images
from both eras. As we hear Ben's story - how his family took in a young German
boy and raised him as their own, only for him to leave their house when grown
and return as an SS Officer, known as the "Butcher of Zamosc", we see how the
Jewish community in Poland dealt with the ever growing Nazi threat. Ben tells the
story of his family and his love for Hannah, his wife. It is a story of hope and
despair; of heroism and cowardice; of loyalty and treachery. All of these traits
were found in Poland AND in Chicago. Unlike many Holocaust stories, this story
does not take place in the Camps - it deals with Ben's family and community and
how they dealt (or in some cases - didn't) with the threat to their very being.
Meanwhile, in the scenes taking place in Chicago, we find Catherine
becoming more and more involved with Ben. She does so at the threat of losing
her job with her firm and, at times, in danger of losing more. No matter how clear
Ben is in his description of the atrocities caused at the hands of Otto (Elliot), there
is one continuous problem - he has no proof.

Elliot is now represented by one of the larger law firms in Chicago and they
are attempting to drown Catherine in paper. The Judge appears to have a certain
"sympathy" for Elliot. Elliot is the darling of the media. This is definitely a David
v. Goliath venture. However, a theme developed between Ben and Catherine and
which was the motto of the Polish Freedom Fighters (and the motto of most
criminal defense attorneys) - "Nigdy sie nie Poddamy" Never Surrender."
The novel ends with an exciting and somewhat unexpected finish and don't
be surprised if you find a tear or two running down your cheeks.

If a lawyer spends a great number of years representing indigent clients,
often fighting the system, he or she often becomes more than a little jaded and
their "legal battery" becomes more than a little in need of a recharge. Charles
Dickens' "A Tale of Two Cities" opens with the immortal line, "It was the best of
times; it was the worst of times." In "Once We We Brothers", Balson writes of the
best in humanity and the worst in humanity; the best in the law and the worst in
the law; and the best in lawyers and the worst in lawyers. If you find your "legal
battery" is in need of a recharge, or your moral compass needs a reset, this novel
is just what you need.

167 of 177 people found the following review helpful.
Very good. Entertaining and informative
By Paul Bruns
I bought this on a friend's recommendation and didn't really know what to expect. Historical fiction based in Nazi-occupied Poland, bouncing back and forth to present day America. I ended up loving this book. It is part legal thriller, part action/love story, and part history book. The descriptions of Europe and what was happening from a human perspective in the 1940's were so vivid that I actually feel more informed and knowledgeable after having read it. You can tell that the author really did his research. Enjoyable and informative - I can't ask for much more than that. It's a cliche to say that you "just couldn't put the book down." But last night, I had intended to go to bed at around 10 PM. When did I actually get to bed? 2 AM, after I finished this book.

58 of 61 people found the following review helpful.
At heart, it's a love story.
By Leslie D. Seymour
Ron Balson's first novel, Once We Were Brothers, combines the best of historical fact, spellbinding fiction and personal drama. Although set in war-torn Europe and the legal world of modern Chicago, it's not your typical courtroom drama with historical flashbacks; it's also a love story that crosses both time and geographical boundaries. As an attorney in Chicago who also has spent time in southern Poland, I know firsthand that this book is accurate in its portrayal of both worlds. Add well-developed fictional characters, suspense and a great ending, and you won't be able to put this book down.Once We Were Brothers

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Kamis, 17 Februari 2011

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Legal Order and Mental Order critically appraises the current laws -as enshrined in the Indian Penal Code- relating to the mentally ill and the impact they have on people with mental illness.

  • Sales Rank: #7597396 in Books
  • Published on: 2000-03-14
  • Original language: English
  • Number of items: 1
  • Dimensions: 8.50" h x 5.75" w x 1.00" l, 1.10 pounds
  • Binding: Hardcover
  • 356 pages

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Minggu, 13 Februari 2011

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Battles of the Thirty Years War: From White Mountain to Nordlingen, 1618-1635 (Contributions in Sociology,), by William P. Guthrie

This is the first complete detailed study of the military aspects of the first half of this important conflict (1618-1635). Each chapter deals with a particular battle, but Guthrie also examines wider questions of strategy, leadership, armaments, organization, logistics, and war finances. The main emphasis is on the unique character and aspects of the Thirty Years War, with attention to the evolution of warfare and weapons, the impact of this evolution on actual operations, and the replacement of the previously dominant tercio style of warfare by the nascent linear system.

The Thirty Years War is considered within its own context, rather than merely as a poor relation to the linear or Napoleonic periods. The campaigns covered in this volume include the defeat of the Bohemian and German Protestants (1618-1623), the Danish War (1625-1629), the victories of the Swedes under Gustavus Adolphus (1630-1632), and the final defeat of the Swedes at Nordlingen in 1634. Guthrie also pays particular notice to the important battle of Breitenfeld. With the inclusion of many secondary theaters and minor actions, the whole of this work constitutes a complete military history of the German War.

  • Sales Rank: #560488 in Books
  • Brand: Brand: Praeger
  • Published on: 2001-10-30
  • Original language: English
  • Number of items: 1
  • Dimensions: 9.21" h x .81" w x 6.14" l, 1.43 pounds
  • Binding: Hardcover
  • 352 pages
Features
  • Used Book in Good Condition

Review
"William Guthrie has performed a splendid service by writing a book that describes each of the major engagements of the Thirty Year War from its outbreak to the entry of France, at which point it expanded into a pan-European conflict." - Arquebusier

"Guthrie's Battles of the Thirty Years War attempts to fill this gap, and it does so in solid if formulaic style, laying out the strengths of the opposing forces, the abilities and personalities of the commanders, and the tactical details of the actions. . . . Without this book one is forced to glean this kind of detail from a myriad of obscure works written in several languages. Nor does Guthrie simply summarize these older works; he also provides intelligent, original analysis-both tactical and strategic-of his own. Scholars will also find Guthrie's brief but effective intorduction useful, for it provides a detailed explanation of military technology, tactical organization, and military practice of the period, something that is lacking in anglophone historiography…this is a well-researched and unique reference work that should find favor with scholars of the Thirty Years' War or early modern warfare." - The Journal of Military History

"[A]n immensely handy reference to military operations during the first 17 years of the war, with a focus on the actual engagements. There are numerous tables discussing the apportionment of personnel among the arms, mini-biographies of commanders notable and not so notable, and much more. Well worth reading--and having--for anyone with a serious interest in the conduct of war during the early seventeenth century." - The New York Military Affairs Newsletter

About the Author

William P. Guthrie is an independent researcher. He holds a PhD in Political Science. This is his first book. He is currently working on a follow-up volume, covering the second half of the Thirty Years War.

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0 of 0 people found the following review helpful.
The book is excelent
By Singhoffer Ede
This book is what I'm searching fo as a fan of the thirty years war, however the price is a little high.

12 of 12 people found the following review helpful.
Must Have Despite Some Flaws
By Steven Larsen
On the one hand, this book fills a gaping hole in the literature of English language military history, something that those who study this period know all too well. Guthrie has provided us with orders of battle for major and minor acions, as well as descriptions of battles presented in a level of detail previously unheard of.

On the other hand, it is not the scholarly presentation some might hope for. The author makes statements, many controversial, that are not even footnoted. In fact, the footnotes, when they are there, are explanatory, and cite no source. This is most regretable as many of the authors, assertions, besides being most interesting, have been challenged or questioned by scholars on the subject, yet we have no way of understanding what led the author to his views. A fairly extensive, multi-language bibliography is however, included in the back.

I was especially disappointed with Guthrie's failure to take into account some of the latest research, especially that of Richard Brzezinski, concerning the tactics and quality of the Swedish and League cavalry. Guthrie persists in repeating the outdated, IMO, view that the League/Imperial cavalry used the caracole as their primary method of attack, while the Swedes charged with swords drawn.

This book has received some mixed reviews on internet discussion boards. For all its flaws it is still a must have, mainly because nothing like it exists in the English language. Primary source material is lacking on the Thirty Years War anyway, and controversy is inevitable. I prefer to welcome this effort by Guthrie and look foreward to his future works.

5 of 6 people found the following review helpful.
Guthrie's Military History of the Thirty Years War
By T. Turner
This book and its companion volume are an excellent addition to anyone interested in military history. The scope of Guthrie's work is limited in discussion of the tertiary theaters during this conflict, but this only serves to pique the reader's interest. Political causes for each campaign are only briefly described. The real value of this volume is the detail regarding unit strengths, positions, composition, and command quality and control. The reader is guided into a better grasp of the tactical and strategic evolutions of each phase of the war. Highly recommended to those requiring more than the usual cursory synopsis of early 17th century warfare.

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Jumat, 11 Februari 2011

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Making Innovation Work: How to Manage It, Measure It, and Profit from It, by Tony Davila, Marc J. Epstein, Robert Shelton

Making Innovation Work presents a formal innovation process proven to work at HP, Microsoft and Toyota, to help ordinary managers drive top and bottom line growth from innovation. The authors have drawn on their unsurpassed innovation consulting experience -- as well as the most thorough review of innovation research ever performed. They'll show�what works, what doesn't, and how to use�management tools to dramatically increase the payoff from�innovation investments.�Learn how to define the right strategy effective innovation; how to structure�an organization to innovate best; how to implement management systems to assess ongoing innovation; how to incentivize teams to deliver, and much more. This book offers the first authoritative guide to using metrics at every step of the innovation process -- from idea creation and selection through prototyping and commercialization.

  • Sales Rank: #6410635 in Books
  • Published on: 2006-01
  • Original language: English
  • Number of items: 1
  • Dimensions: 1.17" h x 6.36" w x 9.30" l,
  • Binding: Hardcover

About the Author

Tony Davila is a faculty member of Stanford's Graduate School of Business. Building on his doctoral work at the Harvard Business School, he works with both large industrial companies and Silicon Valley startups to design management control and performance measurement systems that drive innovation. He has been published in Harvard Business Review, Research Policy, and other leading journals.

Marc J. Epstein has been a visiting professor and Hansjoerg Wyss visiting scholar at Harvard Business School and a distinguished research professor at Rice University's Jones Graduate School of Management. He has been a senior consultant to leading corporations and governments for over twenty-five years, specializing in strategy implementation, innovation, governance, accountability, and performance metrics. Epstein has also served as a professor at Stanford Business School and INSEAD.

Robert Shelton is managing director of Navigant Consulting's Innovation practice. His client list is a "who's who" of innovative Fortune 500s, including leaders in the electronics, energy, health care, automotive, consumer goods, software, and aerospace industries. Shelton has served as vice president and managing director with Arthur D. Little and as managing director of the Technology and Innovation Management practice at SRI International (formerly Stanford Research Institute). His work has been referenced in media ranging from The Wall Street Journal to CNN Financial News.


� Copyright Pearson Education. All rights reserved.

Excerpt. � Reprinted by permission. All rights reserved.
MAKING INNOVATION WORK MAKING INNOVATION WORK: HOWTO MANAGE IT, MEASURE IT, AND PROFIT FROM IT INTRODUCTION

Much that is held as common wisdom regarding how successful innovation is managed is wrong. It seems that somewhere along the line, the correct set of rules of innovation have been misplaced, distorted, or simply misinterpreted. This is not to say that organizations are not innovative—obviously many are. But how and why these companies are innovative is very different than what many managers think.

This book challenges the prevalent misconceptions about innovation, and lays out the tools and processes necessary for an organization to harness and execute innovation.

The following chapters show that, contrary to popular belief:

  • Innovation does not require a revolution inside companies. What it does require is thoughtful construction of solid management processes and an organization that can get things done.

  • Innovation is not alchemy, with mystifying transformations. It's much more like the basic blocking and tackling of other key business functions.

  • Innovation is not primarily about creativity and having a "creative culture." Many companies find that coming up with good-to-great ideas is the easy part; the hard stuff is selecting the right ideas and implementing them.

  • Nor is it solely about processes and stage-gate tools. These do count, but tools and processes alone are not effective—they must be coupled with an organization, metrics, and rewards that can make things happen.

  • Innovation does not focus exclusively on cool new technology. Developing new business models and new strategies are every bit as important—sometimes more.

  • Innovation is not something that every company needs in large quantities. Innovation must match the opportunity and the competencies of the organization—sometimes, with good timing, a little goes a long way.

Making Innovation Work provides three new, important perspectives for senior managers:

  • Innovation, like many business functions, is a management process that requires specific tools, rules and discipline—it is not mysterious. Execution is simple once it is clear how the pieces fit together. Company executives typically complain that they cannot get innovation accomplished in their organizations. Making Innovation Work presents an integrated framework, formal processes and tools that all managers can use to create top- and bottom-line growth from innovation. The book describes how to use these standard management tools (such as strategy, organizational design and structure, management systems, performance evaluation, people, and rewards) to dramatically increase the payoffs from innovation investments.

  • Innovation requires measurement and incentives to deliver sustained, high yields. Remember the saying, "You can't manage what you can't measure"? That certainly holds true for innovation, but many managers have only paid lip service to this crucial aspect. Many companies measure the wrong things and provide incentives for behavior that corrodes the systems and processes that support innovation. Making Innovation Work shows how to use metrics and incentives to manage every facet of innovation from creating the ideas, through selecting and forming the prototype innovations, and all the way through to commercialization. The book has metrics and incentives that can be used by companies of all sizes, complexities, and in all types of industry.

  • Companies can use innovation to redefine an industry by employing combinations of business model innovation and technology innovation. This book shows how to integrate changes in the existing business model and technology to redefine the competitive environment of an industry—the way Apple Computers did with the sequential introduction of iPod (a technology change) and iTunes (a business model change). Most companies are significantly better at one or the other, but few have a truly integrated capability for both significant business model and technology innovation. Making Innovation Work presents a unique framework that allows management to harness the power of both business model innovation and technology innovation and by combining them, create competitive advantage, grow, and significantly affect the direction of the industry.

  • The truth is that there is not much that is truly new about innovation. The basics have not changed for centuries. However, we have become smarter about managing innovation. By analyzing what has worked really well and what has not, Making Innovation Work provides new insights into how to execute innovation. It breaks things into manageable pieces that can be applied in any company.

    Two ideas shape the foundations of this book:

    Innovation is a necessary ingredient for sustained success—it protects your tangible and intangible assets against the erosion of the market.

    Innovation is an integral part of the business, and as such it has to be managed—it is not a "nice-to-have" element or something that occurs on its own.

    Innovation is imperative to grow your top and bottom lines. Innovation produces changes that are essential to survival of the company.

    Innovation is not about secret formulas; it is about good management. The book identifies the seven Innovation Rules of good innovation management:

    • Strong leadership that defines the innovation strategy designs innovation portfolios, and encourages truly significant value creation.

    • Innovation is an integral part of the company's business mentality.

    • Innovation is matched to the company business strategy including selection of the innovation strategy (Play-to-Win or Play-Not–to-Lose).

    • Balance creativity and value capture so that the company generates successful new ideas and gets the maximum return on its investment.

    • Neutralize organizational antibodies that kill off good ideas because they are different from the norm.

    • Innovation networks inside and outside the organization because networks, not individuals, are the basic building blocks of innovation.

    • Correct metrics and rewards to make innovation manageable and to produce the right behavior.

    We have spent our lives working on innovation. This book is the result of years of research in the field as well as through surveys grounded on a thorough analysis of the academic and practical literature and extensive experience working with companies to enhance the value they create from innovation. Specifically, we have identified what companies need to do to become more innovative and to improve performance in innovation—and we understand why some companies fail at innovation. As part of our analysis, we examined the practices of leading companies in a range of industries through extensive surveying and numerous company interactions. In addition, we have talked with and helped senior managers in the companies in a variety of contexts and deeply researched their management practices.

    Corporate CEOs that we've interacted with repeatedly mention their dissatisfaction with the innovation in their organizations. In some cases, incremental innovation crowds out larger innovations, leading to an unbalanced portfolio that rewards short-term at the expense of long-term survival. Sometimes these managers blame bureaucracy; in other instances, culture is the identified culprit. However, they all perceive selected elements of their organizations as working against the kind of innovation that is necessary to compete today. Some managers have even given up on their organization; they feel that their only hope is to buy innovation outside the organization and leverage their market power to generate value. For many, that could be a fatal mistake.

    There is no silver bullet for innovation, no one formula or structure for innovation that will work for every organization. However, our research has shown that there are clear ways in which companies can improve their innovation results, create value, and grow.

    Because the "how" of innovation is all-important in determining results, this book does what books focused on innovation strategy cannot—Making Innovation Work provides the context, framework, tools, and operating guidelines to actually make innovation happen better in your organization. And it provides the approaches to tailor innovation to a company's particular situation, business strategy, culture, technological acumen, and appetite for risk.

    Making Innovation Work goes beyond ideas and inspiration to offer practical, tested advice on how to create value from the innovation investment on the level of day-to-day processes, as well as at the strategic level. It describes how to maximize your company's value by integrating the different types of innovation—incremental, semi-radical, and radical—and creating a balanced portfolio of innovations. And the book covers the entire chain of innovation tools from A through Z, so it is possible to troubleshoot your company's situation and identify what needs to be improved to maximize value for your company's particular situation and need.

    Objective of This Book
    • Where is your company?

    • Evaluating the innovation state of your company

    • Assessing the options going forward

    • How to design an innovation strategy

    • Adapting an innovation strategy that fits your company

    • Creating a balanced innovation portfolio

    • How to manage innovation

    • Fighting organizational antibodies—from bureaucracy to not-invented-here syndrome

    • Leveraging technology to design the innovation processes

    • How to measure and reward innovation

    • Designing measures that encourage innovation

    • Incentives and recognition for innovation success

    A Word About the Book

    The seven Innovation Rules are guiding principles for executing innovation in any company, business unit, non-profit organization, or government entity. You can attain the goals embodied in the Innovation Rules by using the standard management tools—strategy, structure, leadership, management systems, and people. Because organizations are complex, no single tool is sufficient to reach any one of the goals. Every one of the Innovation Rules requires several tools as shown in Figure I.1. Black indicates that the topic is analyzed to significant depth in the chapter, gray indicates that the topic addressed to some extent, and white indicates that the topic is only slightly touched upon.

    FIGURE I.1
    INNOVATION RULES AND MANAGEMENT TOOLS.

    For example, the first goal, Exerting Strong Leadership, requires that the CEO and the management team focus primarily on defining the innovation model, selecting the innovation strategy, and enabling the correct culture. Leadership has special responsibility for managing those three tools.

    Leadership needs to define the role of business model innovation and technology innovation for the company (such as by defining the Innovation Model). Both are important to successful innovation, but often a company does not have the full set of capabilities required to deliver effective combinations of both. Without a clear, accepted definition of the innovation model and an understanding of the importance of both business model innovation and technology innovation, a company will not be able to create industry changing innovations or avoid being blindsided by innovations that they cannot effectively counter. For example, overreliance on technology innovation led to HP's inability to match Dell's business model change selling PCs and servers via the Internet.

    In addition, effective leadership requires a clear decision on the innovation strategy, selecting either a Play-to–Win (PTW) or a Play-Not-to-Lose (PNTL) strategy. A company can execute one strategy or the other, but it cannot do both effectively. Without a clear decision on the roles of technology change and business model change in that strategy, the execution becomes muddled and resources are not properly allocated. For example, the R&D department might decide to produce major breakthrough technologies for new products, consistent with a PTW strategy, while the business unit managers have decided that they need to provide strong support for existing products. The product managers are focusing on the ability to stay even competitively, consistent with a PNTL strategy. This conflict results in costly inefficiencies and nasty internal fights. Selecting the strategy and ensuring alignment in the organization is leadership's responsibility.

    Managing the innovation model and selecting the strategy are keys to short- and medium-term success; however, preserving the beneficial elements of the existing culture of the company and changing the deleterious elements is the key to long-term success. Leadership needs to be involved in the cultural aspects of innovation. A company that does not monitor its innovation culture and make improvements to selected portions will see its competitive advantage wither over the long haul. This is what happened to Polaroid as the company found itself stuck with an innovation culture that was mired in old mindsets and practices. And Polaroid is not alone in this regard; maintaining the correct culture is a challenge for every successful company. Success often creates cultures that are unwilling to change. Leadership should be held accountable for the innovative culture of the company, and the leaders should be judged on how effectively they contribute to capabilities for long-term, sustained innovation as well as short-term growth.

    Defining the innovation model, selecting the strategy, and guiding the evolution of the culture must be the major responsibility for the senior management team. No one else can shoulder that responsibility as effectively.

    Leadership's secondary focus should be on metrics, rewards, and organizational learning. Leadership should oversee the development and implementation of metrics and rewards to ensure that they support the company strategy and culture. Measurement precedes management (as in 'what gets measured gets managed') and rewards reinforce acceptable behavior. Leadership should also be held accountable for oversight of organizational learning and change because a company must be able to meet changing conditions and new challenges.

    Finally, attaining the leadership goal requires a lower level of involvement (oversight and guidance) on the innovation organization and the processes. Otherwise, these elements could significantly hinder the innovation effort. However, the CEO and the senior executives do not need to be intimately involved in designing and operating these elements of innovation. That is primarily the job of others, using the guidance and direction from the selected strategy and the portfolio.

    This is one example. The following chapters describe how to achieve each of the seven Innovation Rules using the standard management tools.

    Execution of innovation is actually not any more difficult than other management activities, such as manufacturing or financial control. However, there are many half-truths and myths surrounding innovation that have made it appear more complex than it is. Making Innovation Work replaces the myths and half-truths with clear direction on how to manage and execute innovation in any organization.


    Most helpful customer reviews

    0 of 0 people found the following review helpful.
    Not very good.
    By Diane L Fanger
    A resource for the innovator. I found the book to contain some errors. Terms such as Output and Outcomes were incorrectly used and interchanged throughout chapter 6. It's hard to accept it as a reliable resource for this reason. I would not recommend this book.

    0 of 0 people found the following review helpful.
    It is very interesting
    By ArturoRRG
    I bought this book because it is a textbook for one of my grad school subjects. It is very interesting and comes with a lot of real life examples from the top corporations around the world. It is very easy to read and understand. This is one of the few textbooks that I started reading and didnt stopped until it was over.

    0 of 0 people found the following review helpful.
    It is ok
    By Jose
    This book is ok. I have no more to say. It helps to understand some things about innovation but it lacks some important points.

    See all 28 customer reviews...

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    Kamis, 10 Februari 2011

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    • Sales Rank: #1255359 in Books
    • Brand: Brand: North Atlantic Books
    • Published on: 2005-11-10
    • Released on: 2005-11-10
    • Original language: English
    • Number of items: 1
    • Dimensions: 11.30" h x .78" w x 8.72" l, 1.83 pounds
    • Binding: Hardcover
    • 224 pages
    Features
    • Used Book in Good Condition

    About the Author
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    Most helpful customer reviews

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    Integrative Manual Therapy book leaves you wondering what it is much less what it does.
    By Ronald G.
    Integrative Manual Therapy book leaves you wondering what it is much less what it does. IMT appears to be a religion.

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    • Published on: 2002-10-29
    • Binding: Paperback

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    [Q974.Ebook] PDF Ebook Environmental Discourse and Practice: A ReaderFrom Brand: Wiley-Blackwell

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    Environmental Discourse and Practice: A ReaderFrom Brand: Wiley-Blackwell

    This book brings together a set of readings that throw light on the relationship between people and the environment.

    • Provides both historical background and an analysis of key debates and theories
    • Based on tried and tested classroom teaching material
    • Uses the idea of "environmental discourses" to explain human-environmental relationships

    • Sales Rank: #2378005 in Books
    • Brand: Brand: Wiley-Blackwell
    • Published on: 1999-06-18
    • Original language: English
    • Number of items: 1
    • Dimensions: 9.70" h x .70" w x 6.75" l, .91 pounds
    • Binding: Paperback
    • 236 pages
    Features
    • Used Book in Good Condition

    Review
    "the Reader is a thought-provoking and useful contribution to explorations of the human ideas about and behaviour toward a fragile and ever-changing environment." Hilda Kurtz, University of Georgia, The Professional Geographer, November 2002

    From the Back Cover
    This book provides an introduction to the broad relationship between people and environments, the emergence of environmental thought and practice and the importance of environmental ideas in wider social and political discourses. The authors introduce the concept of "environmental discourses" - explanations of the world around us - to help readers understand why human-environmental relationships take on the forms that they do.

    The book provides an historical grounding in environmental thought, an appreciation of current concerns and an understanding of why environmental issues are linked with some of the most important contemporary social movements. The authors demonstrate that the environment is as much a social construct as it is a physical presence. They highlight the social production of space, place and the environment and argue that the environment is partly a product of social institutions and plays an active role in cultural representation, political discourse and national identity.

    Environmental Discourse and Practice provides students with an essential introduction to environmental studies, history and ethics from a critical social science perspective.

    About the Author
    Lisa M. Benton teaches Geography and Environmental Studies at Colgate University. She is the author of The Presidio: From Army Post to National Park (1998) and numerous articles in such journals as Environmental Ethics, Environment and Planning and Urban Geography.

    John Rennie Short is Professor of Geography at Syracuse University. Amongst his publications are The Humane City (1989), Imagined Country (1991), Human Settlement (1993) The Urban Order (1996), New Worlds, New Geographies (1998) and Representing the Republic (1999).

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    Five Stars
    By Andrew Martino
    Great condition, low price, extremely helpful as a college student.

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